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Casos Reais de Implantação do Modelo de Gestão do Conhecimento para a Administração Pública Brasileira

  • Fábio Ferreira Batista
  • Alceu Roque Rech
  • Cleide de Andrade Gomes
  • Diana Leite Nunes dos Santos
  • Eron Campos Saraiva de Andrade
  • Rosane Maria Pimentel Magalhães Ferreira
  • Veruska da Silva Costa
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    Este trabalho analisa casos reais de implantação do modelo de gestão do conhecimento para a administração pública brasileira (MGCAPB) em cinco organizações públicas: Superintendência de Aeronavegabilidade (SAR) da Agência Nacional de Aviação Civil (ANAC); Empresa Brasileira de Correios e Telégrafos (ECT); Ipea; Agência Brasileira de Desenvolvimento Industrial (ABDI); e Ministério Público do Distrito Federal e Territórios (MPDFT). Este modelo e um método de implementação da GC são descritos no livro, publicado pelo Ipea, em 2012, intitulado Modelo de gestão do conhecimento para a administração pública brasileira (Batista, 2012). Como o início da implantação do MGCAPB nessas instituições ocorreu recentemente (entre 12 e 18 meses), ainda não houve impacto observável em termos de aumento de eficiência e melhoria da qualidade de processos, produtos e serviços. Por isto, para conhecer a efetividade da aplicação do modelo, será necessário acompanhar estes casos de implementação nos próximos anos. Este trabalho revela, no entanto, que a adoção do modelo trouxe resultados relevantes para a institucionalização da GC nestas organizações. This paper aims to analyse the implementation of the Knowledge Management (KM) Framework for the Brazilian Public Administration in five organizations: The Brazilian National Civil Aviation Agency; The Brazilian Postal Service Company; The Institute for Applied Economic Research; The Brazilian Industrial Development Agency; and The Prosecution Office of the Federal District and Territories. This framework and a KM implementation method are described in a book published by the Institute for Applied Economic Research in 2012 entitled “KM Framework for Brazilian Public Administration”. Because the adoption of the KM framework is recent in these organizations (the implementation process started in the last 12 to 18 months), efficiency and quality improvements in processes, products and services cannot be noticed yet. Therefore, to find out the framework effectiveness will require further studies in the upcoming years. However, the paper shows that the framework adoption has brought important results for KM institutionalization in these organizations.

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    File URL: http://www.ipea.gov.br/portal/images/stories/PDFs/TDs/td_1941.pdf
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    Paper provided by Instituto de Pesquisa Econômica Aplicada - IPEA in its series Discussion Papers with number 1941.

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    Length: 150 pages
    Date of creation: Mar 2014
    Date of revision:
    Handle: RePEc:ipe:ipetds:1941
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